Managing Projects in a World of People, Strategy and Change: 1st Edition (Paperback) book cover

Managing Projects in a World of People, Strategy and Change

1st Edition

Edited by Darren Dalcher

Routledge

186 pages

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Description

Project management is at a crossroads: There is a pressing need to rethink the approaches used in initiating, managing and governing projects, programmes and change initiatives. The aim of this book is to progress the dialogue around project practice by shifting the focus from instrumental methods and prescriptive techniques towards a context-sensitive consideration of people, strategy and change.

Projects are initiated to deliver agreed outputs that can be translated into meaningful outcomes capable of satisfying the wishes and expectations for improvement and development. Yet, people, strategy and change, which are largely ignored by the conventional bodies of knowledge, are clearly central to the sustainable and enduring success of projects, efforts and initiatives.

The volume brings together some of the best writing by leading authorities on key topics including trust, ethics, people, psychology, requirements, project performance, audits, uncertainty, anti-fragility, strategic initiatives, governance, change management and commercial management. The collection offers an invaluable new resource for informed managers looking to engage with the latest thinking and research.

Table of Contents

List of Figures and Tables, About the Editor, Notes on Contributors, Introduction, The challenge of change: Identifying new and improved theories for project management, Darren Dalcher, 1. Ethics, It starts with trust: People, perspectives and relationship as the building blocks for sustainable success, Darren Dalcher, The project manager as a tightrope walker: dealing ethically with all affected parties, Douglas Long and Ngaire Hunt, 2. People, What has Taylor ever done for us? Scientific and humane management reconsidered, Darren Dalcher, On the psychological aspect of management, Fred Voskoboynikov, 3.0 Requirements, A primer on project requirements management, Darren Dalcher, 4.0 Performance, Homing in on project performance, Darren Dalcher, Project performance audit – a methodology, Alexia Nalewaik, 5.0 Anti fragility, Coming to terms with the unknown: Re-invoking Knightian uncertainty, Darren Dalcher, Are projects and project managers fragile, robust or anti-fragile? Tony Bendell, 6.0 Strategic initiatives, We need to talk about strategy, Darren Dalcher, Managing strategic initiatives, Terry Cooke-Davies, 7.0 Governance, Is it time for ‘good enough’ governance? Darren Dalcher, Project governance, Martin Samphire, 8.0 Change, Who killed change? Reconsidering the relationship between projects and change, Darren Dalcher, The value of business change management in projects, Nicola Busby, 9.0 Commercial management, Commercial management and projects—a long overdue match? Darren Dalcher, Commercial project management: Expands the body of knowledge into an essential domain, Robin Hornby, Conclusion, Responding to the challenge of change, Darren Dalcher. Index

About the Editor

Darren Dalcher is Honorary Professor of Project Management at the University of Kent. He has written over 200 papers and book chapters and published over 30 books. He is Editor-in-Chief of the Journal of Software: Evolution and Process and of two established book series published by Routledge.

About the Series

Advances in Project Management

Project management has become a key competence for most organisations in the public and private sectors. Driven by recent business trends such as fewer management layers, greater flexibility, increasing geographical distribution and more project-based work, project management has grown beyond its roots in the construction, engineering and aerospace industries to transform the service, financial, computer, and general management sectors. In fact, a Fortune article rated project management as the number one career choice at the beginning of the 21st century. Yet many organizations have struggled in applying the traditional models of project management to their new projects in the global environment. Project management offers a framework to help organisations to transform their mainstream operations and service performance. It is viewed as a way of organising for the future. Moreover, in an increasingly busy, stressful, and uncertain world it has become necessary to manage several projects successfully at the same time. According to some estimates the world annually spends well over $10 trillion (US) on projects. In the UK alone, more than £250 billion is spent on projects every year. Up to half of these projects fail! A major ingredient in the build-up leading to failure is often cited as the lack of adequate project management knowledge and experience. Some organizations have responded to this situation by trying to improve the understanding and capability of their managers and employees who are introduced to projects, as well as their experienced project managers in an attempt to enhance their competence and capability in this area. Advances in Project Management provides short, state of play, guides to the main aspects of the new emerging applications including: maturity models, agile projects, extreme projects, six sigma and projects, human factors and leadership in projects, project governance, value management, virtual teams, project benefits.

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Subject Categories

BISAC Subject Codes/Headings:
BUS000000
BUSINESS & ECONOMICS / General